BACKGROUND
Kenya Municipal Programme
The Government of Kenya (GoK), the Client, with support from the World Bank, the Agence Française de Development (AFD), and the Swedish International Development Cooperation Agency (Sida), has initiated a 5 year Kenya Municipal Programme (KMP). It is envisaged as the first in a series of programs that will support GoK in the urban and local government sector. In addition to this, two other programs are currently being developed in the sector:
• The Kenya Informal Settlements Improvement Programme (KISIP) will tackle the rapid growth of slums in urban Kenya.
• The Nairobi Metropolitan Services Program (NMSP) will provide support for strengthening of newly created metropolitan institutions and improved service delivery in the Nairobi metro area.
The KMP itself is envisaged to have a second phase depending on the successful implementation of the current phase and meeting certain performance conditions. The Overall Objective of the KMP is to strengthen local governance and improve urban service delivery. Participation in the Programme is voluntary and there are access criteria for funds as well as performance conditions for higher levels of infrastructure investment. KMP is being implemented in 15 Urban Local Authorities (Municipalities) and the Office of the Deputy Prime Minister and Ministry of Local Government (ODPM&MoLG) through four components:
1. Institutional restructuring and empowering local governments; 2. Participatory strategic planning for urban development; 3. Investment in infrastructure and service delivery; and 4. Programme management, monitoring and evaluation.
It should be noted here that one of the prerequisites for an LA to be selected for eligibility for participation in the KMP is for it to be implementing the Local Authorities Integrated Financial Operations Management System (LAIFOMS) and a key indicator of performance under the Program is the complete implementation of the system.
Component 1: Institutional Strengthening
This component will support institutional strengthening, capacity building and reforms at the national and municipal levels, to facilitate decentralization and build a capable and accountable local government system. This component will support institutional strengthening, capacity building, and policy development at the national and municipal levels to facilitate decentralization and build a capable and accountable local government system. An institutional assessment of all participating municipalities was completed in December 2009 and will be used to guide the detailed design of this component.
At the national level, this component will support:
• Development and establishment of national policies and frameworks for decentralization, including clarification of the roles and responsibilities of municipalities (specific policies will be defined, based on the outcome of the constitutional review process).
• Strengthened intergovernmental fiscal frameworks to enhance volume and predictability of resources transferred to municipalities, based on local performance.
At the municipal level, it will support:
• Development and full implementation of the Local Authorities Integrated Information Management System (LAIIMS) that will be built upon existing information systems such as LAIFOMS, Geographic Information System (GIS)/ Land Information System (LIS), Road Maintenance Management Information System (MMIS), Human Resource (HR) etc and integrated with other government information systems such as e-proMIS.
• Strengthening municipalities’ management systems (including financial and human resources, use of participatory processes, and governance).
• Conducting capacity needs assessments, and preparation and implementation of training and capacity building plans.
• Developing asset inventories and improved systems for asset management and operations. • Establishing and implementing the Annual Municipal Performance Review (AMPR).
• Carrying out of revenue potential studies and development of revenue enhancement plans for each of the participating municipalities.
• Supporting the annual audits of municipal financial statements through Kenya National Audit Office (KENAO)-appointed private firms.
• Establishing and operating strengthened upward and downward accountability of municipalities. • Reviewing of the municipalities’ structures and preparing the requisite municipal restructuring plans. It is anticipated that the policy reforms being developed around the Draft Constitution will clarify the current duplication of responsibilities in the urban local government sector.
This Component will be managed by the Head of Component 1.
Component 2. Participatory Strategic Urban Development Planning; This component will support:
• Preparation of strategic urban development plans—including physical structure plans and Capital Investment Plans—developed in consultation with stakeholders.
• Community mobilization and participation in these planning processes and in other program-related initiatives.
• Establishing and strengthening Municipal Planning and Social Development offices.
Strategic Urban Development Planning - This component will support participatory strategic urban development planning in municipalities that will help produce, at a minimum, a physical “structure plan” and a capital investment plan. In the context of KMP, participatory strategic urban development planning can be defined as an open process which enables the public and private sectors as well as community and neighbourhood level organizations to come together to articulate their respective priorities for the development of a city.
Structure Planning, Land Use Guidelines and Environmental Profile - The process of structure planning will entail the generation of city-wide maps and urban structure plans to guide developers to areas best suited for new physical development. Such a structure will provide a diagrammatic indication of the placement of a future road/transportation network and broad zoning categories aimed at separating conflicting land uses, outline density targets/zones, offer guidelines for setbacks, and indicate areas where future development should not be allowed. All this will be done with an aim to protect natural systems such as rivers, forests, wetlands as well as to prevent natural or man-made disasters.
Capital Investment Plans - The participatory process will result in a three-year rolling Capital Investment Plan (CIP) that reflects publicly agreed local priorities for investment in municipal services and is both financially realistic and feasible. The CIP will include estimated costs and responsibilities for implementation of agreed investments, as well as financing plan. Once it is ready, the CIP will provide the basis for all requests by municipalities for infrastructure investment financing under component 3 of the project.
Strengthening Municipal Planning and Social Development Offices - To facilitate local ownership and implementation of urban development plans, the KMP will provide support for establishment and strengthening of planning offices in municipalities. Most municipalities aim to have at least one qualified Planner, Surveyor and Social Development Officer and the KMP will deliver support in terms of TA, basic equipment, and training. Depending on demand from municipalities and the staffing level in their planning offices, this component shall also finance acquisition and implementation of Geographical Information System (GIS) facilities such as equipment, software, and training.
This Component will be managed by the Head of Component 2. Component 3: Investment in Infrastructure and Service Delivery
This component will support investments in critical urban infrastructure and services.
The Kenya Vision 2030 regards Infrastructure as one of the Foundations for National Transformation
The government has embarked on improving the infrastructure in the Local Government sector with own funding sources and with the support from multilateral and bilateral agencies.
Investment Menu - The areas of investment that will be eligible for financing under KMP are as follows: solid waste management facilities, motorized and non-motorized transport facilities (including bus parks, access roads, sidewalks, and paved paths), street lighting, markets, storm water drainage, disaster management and prevention facilities and equipment, public parks and green spaces. Other investments such as schools, health clinics, community halls and sports facilities will not be eligible. The selection and prioritization of investment from this menu will be based on a set of agreed criteria, consistent with the principles outlined below:
Principles for Selection - Selection of investments is guided by the following principles:
• The service must clearly be a municipal responsibility and should be selected from the agreed investment menu
• The investment should be a priority specified in the capital investment plan developed by the municipality in consultation with stakeholders through a participatory process
• The chosen infrastructure investments should be of strategic value to the city/municipality, must have a positive citywide impact on service delivery in the relevant sector, and should be economically justifiable (as shown by cost benefit analyses or, for small investments, by cost – effectiveness analyses).
• Arrangements for operations and maintenance must be sound and give confidence that service delivery will be sustainable and
• Capacity to manage environment and social impacts in infrastructure investments
• Investment phases - The investments will be split into two phases: (a) year 1–2 investments; and (b) year 3–5 investments. For year 1–2, an investment pipeline of about US$30.8 million has been identified (representing about 24 percent of the overall infrastructure investments of US$ 130 million), and these projects will be implemented during 2010 to 2012. The year 3–5 investment pipeline will be about US$99 million (76 percent of the overall investment), with projects being implemented during 2012–2015.
• Two additional considerations in selection of municipalities and investments for year 3–5 investments - All proposed investment must be a priority in the participatory Capital Investment Plans that will be prepared in a participatory manner during the first two years of the KMP under component 2. Second, in selecting municipalities for year 3-5 investments, the results from the AMPR will also be factored in, to ensure that municipalities have achieved certain minimum performance thresholds and to reward good or improved performance. It is anticipated that about 4-8 municipalities will qualify for these large infrastructure investments; an additional advantage of this approach is that the qualifying municipalities will have investments that are large enough to have significant impact on service delivery in their jurisdiction.
This Component will be managed by the Head of Component 3.
Component 4: Program Management, Monitoring and evaluation system Objectives and background
This component will finance and support the management activities associated with program implementation, design and implementation of a comprehensive baseline, a Monitoring and Evaluation (M&E) system, and preparation of Phase 2 of the KMP. Given that KMP is the first in a series of projects supporting urban development and because ODPM&MoLG is the parent ministry for all municipalities, the activities in this component will aim to establish frameworks that are sector wide in nature and, at a minimum, applicable to the forthcoming KISIP and NMSP projects. A key output will be a “state of the city”
card, envisaged as two-page summary data sheet for each municipality that will include municipal performance indicators, city-wide (including those in relation to informal areas) service delivery indicators, and basic socio-economic household data.
The KMP includes a robust monitoring and evaluation (M&E) system. The objective of M&E system is to generate timely and relevant feedback on the project’s implementation progress and achievement of expected outcomes to enable the government and Bank teams to address issues as quickly as possible once they arise. Monitoring and reporting will take place at both the municipal and the central levels, and M&E specialists will be integral members of the project coordination units at each level.
This component will be managed by the Component 4 Leader. Environment and Social Safeguard
The KMP Environment and Social Management Framework (ESMF) and Resettlement Policy Framework (RPF) have been developed and accepted by the World Bank. These frameworks requires that “Each investments proposed under the program is screened for environmental, land acquisition and displacement impacts. Screening will seek to identify the nature and diversity of potential impacts anticipated from project activities and based on the impacts, the appropriate mitigation plans will be determined. This activity will be undertaken to determine whether an Environmental Management Plan (EMP) and Resettlement Action Plan (RAP) are required in a particular project.
KMP will therefore be required to guide the Municipalities during the implementation of the projects with an objective of enabling effective and efficient integration of environmental and social outcomes in the implementation of the Programme activities in all the four components.
The Environment and Social Safeguard will be managed under the Head of Component 3. Technical Assistance to MoLG and the Municipalities
The above KMP components will be implemented by the Municipalities and ODPM&MoLG with support from the following Municipal Technical Assistance Pools (MTAPs):
• Three Municipal Technical Assistance Pools (MTAPs) of consultant teams which will each support four or five LAs in their in their component activities include Institutional Strengthening, Financial Management, Urban Planning and Development, Municipal Engineering and M&E, Environment and Social Development Specialists
• A Central Technical Assistance Team (CTAT) of six consultants with support specialists will support the ODPM&MoLG, Municipalities, and the MTAPs.
These ToRs address the recruitment of the CTAT described above. Background to Kenyan Urban Local Government
During the last forty years, the economic and demographic structure of Kenya has become increasingly urban. The 1999 Population and Housing Census identified 19.4% of the population as living in urban areas, rising from 9% at Independence and it is estimated that in 2007 this had risen to over 25% or 9.3 million people. The UN in 2008 estimated that that Kenya’s urban population will account for 62.7 percent of the national population. Currently, the five largest Kenyan cities and urban centres—Nairobi, Mombasa, Kisumu, Nakuru, and Eldoret— generate more than 70 percent of the country’s GDP.
Rapid urbanization that is fuelled by rural to urban migration as well as natural growth has strained the capacity of cities to provide the necessary infrastructure and basic urban services to residents. A highly visible result of poorly-managed urbanization is the massive expansion of overcrowded and impoverished informal settlements, which are now home to 30–55 percent of people living in major urban LAs.
Kenya has 175 LAs of which only Nairobi categorized as a city. In addition there are 45 municipal, 62 town, and 67 county (rural) councils.
LAs are weak and the Kenyan state is currently centralized. Since 1969 the central government has assumed responsibility for primary education, health, and road maintenance and taken control of revenues that had previously flowed to LAs. Revenues mobilized directly by local government fell from 3.26 percent of
GDP in 1969–70 to 1.22 percent of GDP in 1999–00. Over this period, LA capacity declined, local governance structures weakened, and local service delivery by LAs virtually collapsed.
Since that time the Government of Kenya has recognised the need for stronger Local Authorities and the principle of devolution has been increasingly recognised though not yet formally adopted or implemented. This recognition necessitated the establishment of KLGRP and the introduction of the LATF which provides substantial budget support funds to all LAs through a formula based system. The new Constitution of Kenya, which was promulgated on 27th August, 2010, clearly embraces the principle of devolution through the allocation of local service delivery functions and financial resources to devolved Governments.
The adoption of the Constitution will put the County Governments at the centre of local service delivery. The reduction in the number of decentralized Governments will improve the sustainability of the remaining governments and concentrate the available technical and professional resources more effectively. The Constitution recognizes the need for urban management structures but leaves their form to be decided by legislation.
LAs are democratically elected institutions, responsible for developing and implementing plans which meet local needs and priorities within national policies, though ODPM&MoLG has supervisory responsibility over them. A multitude of local and central agencies are however involved in the management of Kenyan urban LAs. ODPM&MoLG is the nodal ministry in the central government administration, while a number of other ministries, among them the Ministry of Finance and several sectoral ministries, are directly or indirectly involved in urban affairs. Sectoral ministries are involved in the planning, financing, monitoring, and delivery of various services in areas such as land and housing, education, health services, and infrastructure.
OBJECTIVE OF THE ASSIGNMENT
The objective of the assignment is to support ODPM&MoLG in the strengthening of its capacities to support the Municipalities in the implementation of the KMP Components and to support ODPM&MoLG to play its role as regulator and facilitator of Local Authorities.
DUTIES AND RESPONSIBILITIES OF THE CONSULTING TEAM
The Consultant Team will focus on the following institutions; Ministry of Local Government, and to a lesser extent the 15 participating municipalities. The main objective of the assignment is to provide support to the Programme Coordinator in managing and coordinating the implementation of KMP. This will include working closely (almost one-on-one basis) with the KMP team heads (components 1, 2, 3, and 4 as well as heads of finance, monitoring and evaluation (M&E), procurement, communication, environment and social management).
The Consultant Team will be expected to maintain communication channels with the 15 municipalities where KMP activities will be implemented. Similarly, the team is expected to work with the Municipal Technical Assistance Pools (MTAPs).
Team Composition
It is envisaged that each CTAT will include the following appropriately qualified experts: 1. Institutional Development Specialist
2. Urban Planning Specialist 3. Infrastructure Specialist 4. Financial Management Specialist 5. Monitoring and Evaluation Specialist
6. Procurement Specialist
Short Term Consultants
The Consultants will make provision in their proposal for the provision of additional short term consultancies as required by ODPM&MoLG during the period of the assignment.
Qualifications of Staff and Skills Required
The selected team will have expertise in the thematic areas specified in the Scope of Work but at a minimum is expected to have expertise in the following areas: (i) local government organizational structures and capacity building; (ii) municipal finance and financial systems; (iii) decentralisation policy development and implementation, (iv) governance and accountability systems; urban development and planning; municipal engineering and monitoring and evaluation.
All the selected team will also have demonstrated ability in capacity building and mentoring. They should be able to demonstrate experience of working in a wide variety of international environments including Sub Saharan African and fluency in English and good communication skills are essential.
1. Team Leader/Institutional Development Specialist
The Team Leader/Institutional Development Specialist will assist the KMP Coordinator with strategic overall coordination for the successful implementation of KMP, the achievement of the Key Performance Indicators (KPIs) and Project Development Objective (PDO). S/he will have overall responsibility for managing the consultant team and will provide strategic and technical direction in undertaking the work and assuring the quality of the main outputs. The consultant will be responsible for ensuring that cross-cutting issues such as gender, environment and poverty reduction are integrated in the work of all team members. S/he reports to the KMP Coordinator.
In addition, this consultant will also provide technical assistance related to Component 1 activities. Specific duties and responsibilities include:
KMP management
• Prepare terms of reference for consultant services and prepare specifications for procurement of goods and works.
• Review and comment on all procurement documentation before submission to the World Bank for no objection.
• Prepare annual work plans and procurement plans.
• Monitor implementation, including identifying bottlenecks and proposing actions to resolve them and follow-up on agreed actions and recommendations.
• Maintain regular contact and dialogue with the KISIP and Nairobi Metro Services Improvement Project (under preparation), municipalities, and other stakeholders to address program and sector-specific issues as they arise.
• Review and comment on KMP quarterly project progress reports. • Review and comment on draft Interim Financial Reports (IFRs).
• Assist in organizing participation of the MoLG members of the PCT in implementation support missions with the development partners.
• Participate in mission events, including travel to participating municipalities.
• Liaise with key staff (at the World Bank and other partner agencies) on procedural issues. • Lead or contribute to the preparation and the running of learning events and workshops. • Share expertise with other members of the PCT.
• Undertake other activities agreed with the KMP Coordinator. Strategic expertise
In addition to the position as Team Leader, this expert is responsible for the capacity building and institutional strengthening and will:
• Indentify the current institutional setting and propose required institutional changes in MoLG with regards to KMP.
• Identify skills and staff numbers and means of addressing gaps, if any.
• Develop and support the implementation of a systematic training and capacity building programme for the KMP Team in the context of a decentralizing environment.
• Support preparation and implementation of national strategies in areas concerning KMP (together with the institutional / policy expert).
• Any other support as assigned by the KMP Coordinator.
Qualifications
This assignment requires a master’s degree (or higher) in urban development or a related field. The candidate should have at least ten years of experience working with developing country governments on program design, preparation, and implementation support. The candidate must have excellent writing and communication skills in English, and proven ability to work with diverse clients and stakeholders. The selected consultant should have expertise in the local government organizational structures and finance, capacity building, community participation techniques and downward accountability mechanisms, and related issues. S/he should have in-depth knowledge of—and preferably hands-on experience in—municipal and central government structures, management, and operations. The consultant should have demonstrated experience in, and ability to advise on, issues such as local government staffing, organizational structure, change management, and in developing and operationalizing municipal regulations/procedures, and relevant manuals.
2. Urban Planning Specialist
The Urban Planning Specialist will be responsible to the Head of Component 2 for planning, coordinating and facilitating all Component 2 activities of the KMP. Specific duties and responsibilities are:
• Suggest and expedite the process of development of strategic planning & the establishment planning departments in the participating local authorities.
• Create strong linkages among the executing agencies including KISIP, government agencies and county governments.
• Phase wise development of comprehensive information management system of planning in all the participating municipalities.
• Advice on participatory strategic planning process and mainstream in the participating local authorities • Document good practices and develop planning manuals.
• Assist, guide and steer the process of preparation of municipal strategic urban development plans. • Assist in the implementation of the urban policy in the 15 municipalities.
Assist KMP for the establishment of urban services in various clusters of MTAPs. Any other specific task assigned within the scope of the assignment.
Qualifications and experience
S/he should have a Masters Degree preferably in, Urban Planning and Regional Planning or Town Planning, be conversant with field related software’s as well as MS Office and MS Project. She should have over 15 years experience in a relevant field and specific experience of at least 10 years in the field of urban planning/development & town planning in a City or Municipality.
Preference would be given to the candidates having experience in preparation of city master plans and strategies, development control and participatory strategic planning processes.
3. Infrastructure Specialist
The Infrastructure Specialist will be responsible to the Head of Component 3 for planning, coordinating and facilitating all the component’s activities. Specific duties and responsibilities are:
• Assist the Head of Component 3 in the day to day implementation of the programme component • Prepare procurement documents, together with the procurement specialist, for the activities to be
• Assist the component head in supervising the contracts and staff in this component
• Identify and suggest training needs on infrastructure planning/development/maintenance and organize and conduct training programs for relevant KMP staff at municipal levels in conjunction with head of Component 3. Advise on contract variations and extensions of time, and build the capacity of the MoLG and the LAs to keep an up-to-date record of contract prices and completion dates.
• Develop a comprehensive information management system of infrastructure in all the participating local authorities.
• Perform other duties as agreed with the KMP Coordinator and Head of Component 3. Qualifications and Experience
The infrastructure specialist should have a degree either in engineering or architecture. A postgraduate qualification in project planning and management will be an added advantage. S/he should have over 15 years experience in the relevant field with specific experience of at least 10 years in the field of infrastructure development in the local government context. Experience in donor supported infrastructure development, particularly in the East African region, is required. Hands-on knowledge in field related software, particularly experience with any infrastructure related maintenance management system, e.g Road Maintenance Management System, is required. S/he should be registered with a professional body of international standing and be fluent in spoken and written English, with good communication skills.
4. Financial Management Specialist
The Financial Management Specialist will support the MoLG in providing effective financial management of KMP funds by ensuring that project’s financial management systems are functioning appropriately. The consultant will:
• Assist the KMP financial officer in his/her day-to-day tasks within the project.
• Assist in preparing the financial reports and audits as outlined in the Financial Agreement between MoLG and the World Bank.
• Compile a Financial Management Operation Manual for KMP in close consultation with the Accounts Division of the MoLG and in line with the Government Financial Regulations and Procedures.
• Put in place an appropriate financial management mechanism to consolidate the financial information from the local authorities and other partners.
• Assess the capacity of accounting units of the Ministry of Housing and selected municipalities to manage and control KMP accounting operations. Recommend any capacity building needs in order to mitigate gaps that may exist.
• Flag potential financial management related problems that may arise including any capacity building needs that become evident and provide recommendations on how to mitigate the problems.
• Build financial management capacity in the KMP through hands-on training and mentoring at central and municipal level.
• Work closely with the procurement team to ensure the processes of procurement and disbursement are smooth.
• Assist auditors and Bank staff during auditing. Qualification and experience
S/he should have an advanced degree from a recognized University in Business and Management, Economics and Commerce or similar relevant areas. In addition s/he must have a professional accreditation in accounting such as CPA or CA and a minimum of five years experience in executing financial management activities in World Bank funded projects or any other multilateral organization/international cooperation institution.
The specialist should have experience from Government of Kenya financial regulations and procedures. Knowledge of international accounting and auditing standards is a requirement, as is hands-on knowledge in the application of accounting; in auditing and financial reporting systems and software packages; in evaluating audits; in assessing auditor competence; and in following up on issues raised by the audits. Finally
the expert should have ability to interpret financial and project management reports and determine appropriate remedial actions.
5. Monitoring and Evaluation Specialist
The M&E Specialist will plan, coordinate, and facilitate all M&E related activities of the KMP. Specific duties and responsibilities are:
• Assist the Head of Component 4 in the day to day implementation of the programme component • Lead the work to establish a computer-based M&E system in the ODPM&MoLG, whose objective is to
serve as repository for all information related to the KMP’s indicators and to facilitate the generation of program reports.
• Participate in the preparation of M&E guidelines and formats for presenting data at both the central and municipal levels.
• Identify training needs for M&E at least every six months and organize and conduct training programs for relevant KMP staff at municipal levels. The M&E specialist is expected to provide such support through regularly scheduled visits to municipalities and on demand to address specific challenges. • Provide hands-on support to the KMP’s municipal level M&E officers, to ensure that verifiable data are
collected, processed, and reported as required.
• Advise and assist ODPM&MoLG and the municipalities in the monitoring and evaluation of the various contracts for works, goods and consultancies, and in the effective implementation of the various KMP activities.
• Monitor contract variations and extensions of time, and build the capacity of the ODPM&MoLG and the municipalities to keep an up-to-date record of contract prices and completion dates.
• Prepare quarterly and annual progress reports and other relevant reports for the KMP in the reporting format agreed with the ODPM&MoLG and the development partners not later than 30 days following the end of each quarter.
• Review and comment on M&E reports of municipalities and assist municipalities as necessary to ensure the quality of the reports.
• Regularly follow-up on project implementation progress as per the key performance indicators.
• Advise the Permanent Secretary of the ODPM&MoLG and the KMP Coordinator and project coordination team on aspects relating to KMP M&E.
• Participate in M&E and other training courses as appropriate.
• Familiarize self with the sources of data required to track the key performance indicators
• Participate in meetings with the ODPM&MoLG and municipal KMP project coordination teams development partners and others.
• Perform other duties as agreed with the KMP Coordinator and Head of Component 4. Qualifications
S/he should have a master’s degree, preferably in economics or project management and have at least ten years experience from developing M&E systems and from implementing M&E within a government system. S/he should be conversant in designing computer-based M&E systems, in particular for large donor financed projects. S/he should also have experience of building capacity in M&E.
6. Procurement Specialist
The Procurement Specialist will work closely with the Procurement Sections of ODPM&MoLG and participating municipalities in all procurement aspects related to the Program. This will include, but not limited to:
Assist in preparing the KMP PCT and municipal procurement plans and seek KMP development partners’ agreement on the same
Provide guidance and assistance in procurement of works, goods, and consulting services in compliance with the World Bank (WB) Guidelines and as appropriate the Government of Kenya (GoK) procurement regulations and more specifically:
a) Participate in developing invitations for bids and requests for expressions of interest for all procurement packages within the scope of the Project.
b) Prepare bidding documents (for Goods and Works) and Request for Proposals (for Consultancy Services) in conformance with WB Guidelines and as appropriate GoK procurement regulations. c) Assist in the preparation of evaluation reports using World Bank's standard evaluation report forms
for all contracts.
d) Assist in negotiation, drafting and signing contracts
e) Facilitate the procurement process, including arranging public notices and establishing processes for handling submissions, seek approval for, and manage the schedule of procurement processes including selection committee meetings, PCT briefings etc
Establish and maintain a monitoring system to ensure the completion of procurement processes according to the procurement plan
Liaise between the KMP, the participating local authorities, ODPM&MoLG and the KMP development partners; and keep them all updated on the process;
Maintain a proper filing system for all relevant procurement documents in the program and prepare required reports & documents for World Bank review mission;
Update the KMP Procurement Plan as implementation progresses
Assist the KMP in contract management and administration of all signed contracts
Build procurement capacity in the KMP through hands-on training and mentoring at central and municipal level;
Work with World Bank Urban Team and the PCT to seek their input and approval at each stage of the process;
Flag potential procurement related problems that may arise during the procurement process, including during contract delivery and provide recommendations on how to improve procurement and contract management
Submit periodic procurement progress reports to the Client.
Work closely with the Finance to ensure disbursement is smooth; assist auditors / Bank staff during auditing / post procurement reviews.
Procurement will be managed under the KMP Program Coordinator. Qualification Criteria
This assignment requires a bachelor’s degree in any discipline and professional qualifications in procurement with at least 5 (five) years of experience in procurement with exposure of World Bank procedures or other International Financing Agency in procurement of goods, procurement of works and in selection of consultants, including Individual Consultants and Quality and Cost Based (QCBS) selection. The consultant should be very familiar with tendering/contracting principles and practices applied in the Government of Kenya context and have experience developing quotations, bidding documents tenders and contracts to meet client needs, and within allocated budgets. The consultant will have well developed planning and organisation skills, have excellent written and oral communication skills in English, and have experience building productive internal and external relationships and in working productively in a team environment.
DURATION AND WORK PLANS
The duration of the consultancy services will be for two years (24 months), with the possibility of extension. All members of the Consultant Team will be expected to work on the assignment full time.
The six experts in the Consultant Team will all have their areas of responsibility and will in addition to the joint work plan for the whole Team have their own detailed work plans. As the assignment develops, it could be possible, if need be, to reallocate some of the person-months to experts in other areas as needed, after discussions and approval by the KMP Coordinator.
REPORTING REQUIREMENT
In addition to the outputs in terms of subject specific reports, guidelines and other activities that have been described above under the headline of each individual expert, the Consultant will be expected to submit various reports as follows:
Report Due date Comment
Inception Report Within one month of the start of
the assignment
Report of the various activities as per the ToR including recommendations. Revised work plans and details of activities to be carried out
Monthly Progress Reports Monthly Brief and concise reports outlining
progress made, challenges met and recommendations on the way forward
Final Report One month before end of
assignment.
Detailed report for the entire period of the assignment
The reports should contain chapters on the activities carried out by each member of the Team. Each expert should contribute to the main reports above, which will be compiled by the Team Leader. The reports should be submitted to the KMP Coordinator in both electronic and hard copy.
RESPONSIBILITIES OF THE CLIENT
MoLG is the contracting authority for this work and the Permanent Secretary, ODPM&MoLG, will sign the contract with the consultants on behalf of the Government. The Permanent Secretary has appointed a Programme Co-ordinator for KMP to whom the Consultant Team will report on contractual matters.
The Client will provide to and collaborate with the Consultant in making available all data, maps and reports relevant to the project subject to the extent of availability of such information. However it is the duty of the Consultant to check availability, quality and suitability of this information. The Client will facilitate the Consultant’s access to Government departments and local authorities.
The following documentation relevant to the assignment and Scope of Work will also be provided by the Client:
a) The Local Government Act, Cap 265, LATF Act and all appropriate legislation
b) Kenya Municipal Programme - Institutional Strengthening Strategy, SIPU Consulting, Sida Funded, 2009. Including individual assessments for 15 participating LAs
c) Kenya Vision 2030, 2009
e) LASDAP Guidelines revised 2010
f) Revenue Enhancement Manual for Local Authorities, 2009 g) Local Authority Internal Audit Manual, 2008
h) Gender Strategy for Local Government, 2009
i) Statutory Financial Reporting Template for Local Authorities, 2008 j) KMP Operations Manual, 2010
k) LAIFOMS Manuals, 2010
l) Environment and Social Management Framework (ESMF), 2010 m) Local Government Service Delivery Tools, 2009
Overview of the Tools
i. Service Delivery Management Manual ii. Project Cycle Management
iii. Planning and Development Control iv. Community Participation Roads, v. Drainage and Street Lighting
vi. Disaster Management
vii. Building Maintenance viii. Solid Waste Management
ix. Markets Development and Management x. Bus Park Development and Management
The Client will provide office space for the experts in the same location as the KMP Team to facilitate close cooperation/consultation with their counterparts in KMP.
RESPONSIBILITIES OF THE CONSULTANT
The Consultants will report on technical matters to the respective heads for the relevant Component and will work as part of her/his team, ensuring the harmonisation of work programmes and the involvement of government officers in all activities.
The Consultant shall be responsible for the provision of all the necessary resources to carry out the Services such as international travel, project transportation, subsistence allowances, accommodation, information technology, means for communications, reporting materials and any other required resources.
